Course: ENPM 808E - University Of Maryland · Course: ENPM 808E – Managing ... Effective Project...
Transcript of Course: ENPM 808E - University Of Maryland · Course: ENPM 808E – Managing ... Effective Project...
Course: ENPM 808E – Managing Software Engineering Projects Semester: Spring, 2017 Day(s): Wednesday Time: 7pm – 9:40pm Location: College Park Instructor: Prof. Salman Qureshi Virtual Office hrs.: Wednesday - 2:00 pm – 4:00 pm Phone: 734-560-5649 Email: [email protected]
Course Description This course addresses the breadth of managing software engineering projects. It will help in
transforming inspiring software engineers to software project leaders. The course will impart
advanced principles, methods and tools for management of software projects in a realistic
software engineering context. An Integrated Lean Project Management (ILPM) framework which
is an implementation-oriented hybrid of traditional Project Management Institute (PMI) and Agile
project management paradigms will be coached. The course will also impart a cutting-edge
scalable, modular, and integrated patterns of the Scaled Agile Framework (SAFe) 4.0 for the
software engineering program and portfolios management.
After completing this course, students will be able to: • Select & justify software engineering projects by establishing relevant business cases • Manage customer requirements • Develop key components of software engineering project plan and the planning
process • Identify software project risks and develop risk mitigation strategies • Develop a project team to build and deliver the product • Understand and apply methods for solving and avoiding common difficulties
associated with managing software engineering project • Improve the effectiveness and efficiency of software development projects. • Utilize a strategic framework, encompassing clearly identified and agreed upon
success metrics for aligning software engineering projects and programs with business strategies
Required Textbooks 1. Information Technology Project Management 8E, ISBN: 9781285452340, Schwalbe, K.
(2015).
Recommended textbook: 1. Information Technology Project Management Fifth Edition, ISBN : 978-1-118-89819-2,
Marchewka, Jack T (2014). 2. Effective Project Management: Traditional, Agile, Extreme 7th Edition, ISBN: 978-
1118729168, Wysocki , Robert K. (2013)
3. Software Engineering: A Practitioner's Approach Eighth Edition, ISBN: 978-
0078022128, Pressman, Roger (2014)
4. Lean Project Management: Eight Principles for Success 2E, ISBN: 978-1-4196-44061-1,
Lawrence Leach (2005).
5. Project Management: The Managerial Process, 6th Edition | ISBN: 978-1259186400,
Erik Larson and Clifford Gray
6. SAFe® 4.0 Reference Guide: Scaled Agile Framework® for Lean Software and
Systems Engineering, 1st Edition, ISBN: 978-0134510545, Dean Leffingwell.
Week/
Date
Topics Assessments: Reading/ Video Watching & Listening
Deliverables
Due Dates
Week 1
Date:
An Introduction to
Project, Program, and
Portfolio Management
What is Project
Management?
Program and Project
Portfolio
Management
The Role of the
Project Manager
Ethics in Project
Management
Project Management
Software: MS
Project Manager
2013
Case Study
Course Syllabus
& Grading
Rubric &
Chapter 1 (
Schwalbe)
Videos Watching
Discussion Forum #1 Minute Paper # 1
Week 2
Date:
Business Strategy and Project Portfolio Selection
Understanding
Organizations
Project selection
methods
Project Phases and
the Project Life Cycle
Business Case
Recent Trends
Affecting Information
Technology Project
Management
Case Study
Chapter 2 & 3
(Schwalbe)
Chapter 2 (
Marchewka)
Videos Watching
Minute Paper # 2 MS Project Manager 2013 Installation Group work 1: In
Class Exercise
(Bonus)
Week 3
Date:
Lean Project
Management
Lean Project
Management
Principles
Theory of Constraint
Project Systems
Leading People
Chartering
Right Solution
Managing Variation
Project Risk
Management
Project Plan
Executing
Principles 1-8
(Leach)
Videos Watching
Discussion Forum #2 Syndicate Work # 1 –
Case Study Analysis
Minute Paper # 3
Week 4 Date:
Software Engineering
Project Management
Life Cycles
Linear PMLC Models
Incremental PMLC
Models
Comparison of
Iterative Agile PMLC
Models
Adaptive Agile PMLC
Models
Extreme PMLC
Models
Challenges arising from use of any 12 specific PMLC Models
Case Study
Chapter 12
(Wysocki)
Videos Watching
Minute Paper 4 Group work 2: In Class Exercise (Bonus)
Week 5 Date:
Initiating Software Projects
Business Case Management
Team Selection
Developing the Project Charter
Assessing risks to software project success
Software project assets
Chapter 4
(Schwalbe)
Chapter 4 (
Marchewka)
Videos Watching
Discussion # 3 Minute Paper 5 Final Project Deliverable #1 : Project Proposal/Business Case - Team Presentation
Choosing a software project lifecycle
Leading the Project Team
Case Study
Week 6 Date:
Planning Software
Projects - Part 1
Stakeholders
Management
Stakeholders
Analysis
Communication
Management
Requirement
Management
Scope Management
Developing Work
Breakdown
Structures (WBS)
Simplifying the WBS
with a Project Matrix
Building the WBS
Dictionary
Case Study
Chapter 10, 13
(Schwalbe)
Videos Watching
Minute Paper # 6 Syndicate Work # 2 /Case Study Analysis
Week 7 Date:
Planning Software
Projects - Part 2
Typical Software
Project Effort
Allocations
Risk Management
Addressing
Uncertainty using
Rolling Wave
Planning
Creating an Activity
Network (PERT
Chart)
Finding the Critical
Path
Developing a
Realistic Project
Schedule
Cost Management
Quality Management
Case Study
Chapters 5 & 6
(Schwalbe)
Chapters 5 & 6 (
Marchewka)
Videos Watching
Discussion Forum # 4 Minute Paper # 7 Group work 3: In Class Exercise (Bonus)
Week 8 Spring Break
Week 9 Date:
Test I
Review of
Weeks 1-7
Test I Final Project Deliverable # 2: Mid Quarter Presentation
Week 10 Date:
Executing Software
Projects – Part 1 Project
Integration Management
Project Quality Management
Project Human Resources Management
Change Management
Case Study
Chapters 4, 8 & 9 (Schwalbe) Chapter 10 &
11( Marchewka
Videos Watching
Discussion Forum # 5 Minute Paper # 8 Final Project Deliverable # 3
Week 11 Date:
Executing Software Projects- Part 2
Project Communication Management
Project Risk Management
Project Stakeholders Management
Project Procurements Management
Case Study
Chapters 10, 11,
12 & 13
(Schwalbe)
Videos Watching
Minute Paper 9 Final Project Deliverable # 4: Team Progress Reports Presentations
Group work 4: In Class Exercise (Bonus)
Week 12 Date:
Monitoring & Controlling Software Projects
Controlling Change
Using Earned value
to Objectively Track
Software Project
Status
Conducting Effective
Status Meetings
Chapters 6, 7, 8,
9, 10, 11 & 13
(Schwalbe)
Videos Watching
Discussion Forum # 6 Minute Paper 10
Creating Useful
Project Status
Reports
Refining the Project
Plan Based on Actual
Progress
Sanity Checking the
Project using
Planning Checkpoint
Reviews
Week 13
Date:
Closing Software Projects AND Establishing and Maturing a Software Project Management Office
Typical Close Out
Tasks
Using a Project
Retrospective to
Learn from the
Experience Multiple Team
Project Challenges to
Managing a Multiple Team Project
Project Management Office Structure
Core Team Structure Chartering
Establishing your PMO mission
PMO Governance Framework
Challenges to implementing a PMO
Best Practices of PMO
Chapter 12
(Marchewka)
Videos Watching
Chapter 15 (
Wysocki)
Videos Watching
Minute Paper 11 Syndicate Work # 3 –
Case Study Analysis
Final Project Deliverable # 5
Grade Instruments % of Final Grade
Online Discussion (7) 5%
Minute Papers (In class work) (12) 15%
Syndicate Work/Case Studies Analysis (3) 10%
Test I 20%
Test II 20%
Final Project Deliverables (4) 30%
Week 14
Date:
Program and Portfolio Management perspective for Software Engineering Projects in an Agile Space
Understanding SAFe® principles
Implementing an agile release train and software engineering program
Planning a program increment
Executing and releasing value
Building an agile software engineering portfolio
Coordinating large value streams
Leading the lean-
agile enterprise
Discussion Forum # 7 Minute Paper 12
Week 15
Date:
Test II Final Project Presentation
Optional - Bonus Assignments : Group Work in Class Exercises (4)
10%
TOTAL 100%
Instructional methods
The following instructional methods will be utilized: Lecture, Minute Papers, Daily Lesson Readings, Online Discussions Question, Syndicate Work/Case Studies, Videos, Group Work in class, Active Learning Sessions and Hands On Project Management.
CANVAS – Learning Management System
CANVAS is the Learning Management System of UMD. All course activities and interactions for online assignments and supplemental activities for hybrid classes will take place in CANVAS. Students can login to the CANVAS platform at http://....... using the account provided to them by UMD.
Library Resources
Students are encouraged to use the library resources throughout their program to supplement classroom instruction and assigned textbooks. Please visit your campus library for information about policies and procedures. The electronic resources, along with information about library holdings, can be accessed through the UMD website:
Assignments/ Homework
Students should expect to spend a minimum of two hours studying or completing assignments outside of class for every hour spent in class or direct faculty instruction.
Please refer to the Attachment A & B for the respective grading instruments expectations and
rubric details.
Discussion Forums (7) The Discussion Board will be employed as a forum for discussing issues of interest to the class through the web. Students are required to participate each week in a Discussion Forums 1- 13. In addition, appropriate “NETIQUETTE” should be used for all postings. The success of this course depends on your ability to have read the assigned readings closely, to have thought carefully about the points raised or ignored by authors, and to bring to the group your questions and concerns about their theses and positions into the discussions groups. Having prepared the readings prior to class ensures your productive participation. Classes will typically begin with a question I have posed the previous week. We should work to achieve conversational exchanges with each other, constructively challenging each other to think broadly and critically about ideas or assertions posed by the readings.
In all participation, I am looking for evidence of:
demonstration of substantial knowledge and higher order thinking and analytic skills and application of facts, concepts, terms, and processes learned/read/discussed
evidence of critical contemplation, i.e., "grapple" with issues and topics appropriate use of knowledge learned imaginative thinking and responses to challenges/problems/issues exploring underlying assumptions about education and schooling clarity of expression and logical connection among ideas expressed writing that reflects precise and concise thinking good writing mechanics - grammar, syntax, and spelling)
Minute Papers (12) Throughout the semester students will write the Minute Paper at end of class. The Minute Paper is the single most commonly used classroom assessment technique. This technique allows faculty to assess the match between their instructional goals and students' perceptions of these goals and their own learning. Further, because the instructor learns what students perceive to be their own learning problems, the likelihood that the students will receive answers to those questions during the next class period is enhanced. The task asks students to evaluate information and to engage in recall. Its major advantage is that it provides rapid feedback on whether the instructor's main idea, and what the students perceived as the main idea, is the same. Additionally, by asking students to add a question, this assessment becomes an integrative task. Students must first organize their thinking to rank the major points and then decide upon a significant question. As we quickly realize, really good questions are hard to formulate (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details).
Students will be asked to answer the following three questions in concise, well-planned sentences:
1. What are the two [three, four, five] most significant [central, useful, meaningful, surprising, disturbing] things you have learned during this session?
2. How might you apply what you learned today in your everyday life/work/project?
3. What question(s) remain uppermost in your mind?
Syndicate Work (3)
In this syndicate, work students will work in a group of 1-2 students on a case study. The case studies are available on the home page. If the student wants, they can also work alone. Students need to select & communicate their respective case study to me before the week due week. (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details). As part of this syndicate work students are required to do the detailed case analysis and to prepare 10 minutes of presentation with following outline:
Company background (with latest updates) Project Scope Who were the stakeholders? What was schedule to complete the project?( you might have to do some research on
your own) What were the issues & risks? What were the deliverables? Was the project completed on time & in full?
How was the project managed? If you were the project manager what would you have done? Answers to the question at the end of case study
Test I & II There will be two closed book Tests consisting of MCQs, numericals and analytical questions to answer (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details). Final Project Deliverables (5)
The purpose of the team project is to use a structured approach to project management in a team
setting (2-3 students). Depending upon the class mix you might be allowed to select team
members. One person will be assigned as Project Manager, but other team members should
provide inputs and edit the work so it is consistent and of high quality and reflects a team effort.
Each team member should plan to spend 15-20 hours total on the team project, including some
time in class and online using class hours. You must have the sponsor email or call me to
approve the project after you propose it if you really want to work on it. The sponsor must
provide feedback at least 2 times during the term, including a final assessment. The project
manager should prompt the sponsor for feedback via email and cc me on those emails and replies.
If you do not choose to work on a real project, teams will work on one of the case study provided
on the CANVAS.
Project Proposal/Business Case (1) - Team Presentation: A big part of project management is
project selection. Each student will propose a unique project to be done as part of this class.
Projects must have a sponsor (can be a student, friend, boss, community leader, yourself, etc.),
provide a needed service or product, and be a good fit for this class. Each student normally
spends between 20-30 hours on the class project. Write a proposal for a potential project, using
the potential project template provided on CANVAS. Talk to the sponsor before writing the
proposal if you really want to do it. The sponsor must contact me via email or phone if we decide
to do that project. If you do not do a real project, you will work on a case study. Proposals must
be typed and complete to get full credit
Team Progress Reports Presentations (2): If you are working on a case study, I’ll provide
instructions on which tasks you should have completed by the progress report dates and which
ones to present. In general, you should have the initiating tasks done for the first progress report
and the planning tasks. All project information must be available online in a Google site before
you present, and make sure I can comment online on the documents. Email the location of
your Google site to me at before the second class/session meeting (Please refer to the
Attachment A & B for the respective grading instruments expectations and rubric details).
Final Project Notebooks (3):
By the last day of class, each team will present a formal, final presentation and hand in a project
notebook (stapled pages are fine or a slim cover – not a binder). If you do a case study, put all of
that information together in your notebook. If you do a real project, discuss with for the details of
project deliverables. Each team member must be part of the 15-20 minute final presentation.
Part of the grade for the team project will be based on the team’s final presentation and progress
reports, and part of grade will be based on the quality of the project and its notebook (one notebook
per team, due the last day of class). Team project managers will earn a small amount of extra
credit for successfully leading their project teams(Please refer to the Attachment A & B for the
respective grading instruments expectations and rubric details).
Instructions for Final Project Note Book
Check List
I. Project Plan
A. Project scope statement
B. Time, cost, performance trade-off assessment
C. WBS
D. Preliminary schedule
E. Resource allocation
1) Identifying and resolving scheduling conflicts
F. Risk assessment/response
G. Finalized schedule
1) Rolled-up estimates
2) Financial requirements (cash flow/rollup)
H. Managing the project
1) Stakeholder (social network) analysis
2) Keys to success
II. Project Update
A. Status report
1) Performance indexes
2) Narrative of key events
B. Problem solving
1) Description
2) Response
C. Revised project estimates
D. Management issue
1) Problem description
2) Response
E. Summary
1) Keys to successfully completing the project
Added Value
- Develop realistic cost estimates
- Create meaningful schedule/resource conflicts
- Identify and discuss trade-offs based on alternative project priorities (cost/schedule/
performance)
- Discuss the implications of cash-flow requirements for funding of project
- If appropriate, revise expected cost/schedule of activities not completed
- Discuss the implications of how the project was organized (project management structure)
- Discuss the development of a shared vision for the project
- Introduce realism at every opportunity.
FINAL PROJECT NOTE BOOK EVALUATION
I. Project Plan
1. Project Scope Statement 1 2 3 4 5
2. Priority Analysis 1 2 3 4 5
3. Stake Holders Analysis
4. WBS Network
1 2 3 4 5
5. Resource Allocation 1 2 3 4 5
6. Budget Rollup 1 2 3 4 5
7. Cash Flow requirements 1 2 3 4 5
8. Resolving Resource Conflicts 1 2 3 4 5
9. Risk Register 1 2 3 4 5
10. Keys to Success 1 2 3 4 5
11. Project Charter
12. Lesson Learned
13. 360 degree review of Team members
II. Project Update
1. Status Report Schedule/Cost
Variance
1 2 3 4 5
2. Narrative of Key Events 1 2 3 4 5
3. Problem Description 1 2 3 4 5
4. Appropriate Response 1 2 3 4 5
5. Completion Estimates 1 2 3 4 5
6. Management Issue 1 2 3 4 5
7. Summary 1 2 3 4 5
III. Overall Assessment
1. Clarity of Presentation 1 2 3 4 5
2. Degree of Complexity 1 2 3 4 5
3. Relevant Information 1 2 3 4 5
4. Added Value 1 2 3 4 5
5. Realism 1 2 3 4 5
IV. Final Grade/Comments
Completing this assignment makes you unique among project managers. By applying the
principles and process covered in class you have a total picture of the systems available to project
managers, along with the limitations and strengths of the systems. The Project Notes Book
provided you the opportunity to wrestle with the typical project and software problems encountered
by practicing project managers (some of you may never forget!). You have a practical framework
for implementing a project of any size or complexity and a knowledge of the kinds of problems and
solutions that are common to most project systems used.
Good luck with your future projects. You are well prepared in the systems and tools portion of
project management.